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An organizational structure defines how job tasks are formally divided, grouped and coordinated.

Six Key Elements

Work Specialization

Span of Control

Departmentalization

Centralization & De-Centralizaion

Chain of Command

Formalization

Types of Organizational Structure

The Simple Structure The Bureaucracy

The Matrix Structure

New Design Options

Characterized most by what it is not rather than by what it is Not elaborate Usually has only two or three vertical levels Strength is its simplicity, fast, flexible and inexpensive to maintain

Performs standardized activities in highly effective manner Minimum duplication of personnels Specializations creates subnit conflicts Functional unit goals can override the organizational goals

No room for modification employee comfort problems

Facilitates the efficient allocation of specialists Difficulty of coordinating the tasks of diverse functional specialists (who reports to whom) It has two bosses- functional department manager and product manager

Programs
Academic Departments

MBA

BBA

BMC

MMC

Accounting

Finance
Management Marketing

The Team Structure a. The Pizza Structure b. The Network Structure c. The Spaghetti Organization d. The Fishnet Organization The Empowered Organization The Virtual Organization The Boundaryless Organization

Three stages 1. Getting them to participate 2. Involving them 3. Empowering them

Everyone would feel as though they had contributed

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Outsourcing of business functions Major advantage is its flexibility

MGM, Warner Brothers, IBM, Dell, Apex, etc.

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Seeks to eliminate the chain of command Limitless spans of control

Replace departments with empowered teams

This approach turns specialists into generalists

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How an organizaiton structure changes

Stable Abundant Simple Complex

Scarce Dynamic

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Muzaffar Kamal Ansari Anurag Agrawal Ashok Kumar Singh Anand Pal Boudh

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